Reframing Performance Management

Since undertaking the Strengthening the performance framework research in collaboration with the Australian Public Service Commission in 2013, the group had continued to work on topics related to improving the potential of performance management policies and processes to deliver enhanced outputs and outcomes. In particular they have looked at:

How performance management can support change implementation
Ways to reframe performance conversations
The advantages of using Q-sorts to develop base line data of perceptions of performance management
Linking performance management and expectancy theory
The importance of performance management being established as core business (integrated into day-to-day managerial practice)

Publications

Blackman, D., Buick, F., Gardner, K., Glennie, M., Johnson, S., Olney, S. and O’Donnell, M. (Editors) (Forthcoming). Handbook on Performance Management, Edward Elgar.

Blackman, D. A., Buick, F., O’Flynn, J., O’Donnell, M., & West, D. (2019). Managing Expectations to Create High Performance Government. Review of Public Personnel Administration, 39(2), 185–208. https://doi.org/10.1177/0734371X17701544

Blackman, D., Buick, F. and O'Donnell, M. (2017), ‘Why Performance Management Should Not Be Like Dieting’, Australian Journal of Public Administration, 76(4), 524-528. DOI:10.1111/1467-8500.12238.

Blackman, D., Buick, F. and O'Donnell, M., (2017), ‘Integrating Individual and Organizational Change: Conversations for Change’, Academy of Management annual meeting proceedings.

Buick, F., Blackman, D. A., O'Donnell, M. E., O'Flynn, J. L., & West, D. (2015). Can enhanced performance management support public sector change? Journal of Organizational Change Management, 28(2), 271-289. doi:http://dx.doi.org.wwwproxy1.library.unsw.edu.au/10.1108/JOCM-12-2013-0249